Two days in your plant. One page at the end. One number you can fix in 90 days.

Because I am not looking for everything. I am looking for one thing: the metric where most money is leaking and that your existing team can fix in 90 days. With twenty years on shop floors, that shows within two days. A full assessment is a different product and it rarely leads to action.

An audit looks at everything and ends with a thick report that someone then has to work through. I look for one thing and give you one page: the metric, the target, the annual impact in euros and the first three steps. You can start from the one page the next morning.

No. I do not stop any machine and I do not call a meeting. I watch on the line and talk to shift leaders and operators while they work, a few minutes each. From your own time I need the first hour on day one and one hour at the end of day two, when I hand over the one page.

Site access for both days, someone to walk me in for the first hour and your existing reports on the metric for the last few weeks (plan versus actual, scrap, downtime log, changeovers). Five working days before, I send a six-line list. Anything missing is fine, I just need to know in advance. I do not ask for full system access. We can sign an NDA beforehand if needed.

I have not yet been in a plant where there was nothing. But if by the end of day two I cannot show you at least EUR 29,000 a year of recoverable result, I do not issue an invoice. The one page is still yours, with a note on what to watch next.

Only what comes from your numbers, at your unit costs, in a way your finance lead accepts. Less cash going out: overtime, scrap and rework, external sorting, express freight, penalties. Or more margin, if there are orders for the capacity you free up. Capacity with no order, fixed wages and machine-hour allocations do not count. If you want to see the order of magnitude first, the calculator takes five minutes: matoattila.com/gap

No. I invoice at the end of day two, when I hand over the one page, with 8-day terms. You can pay by bank transfer or by card from the link on the invoice. The 90-day mandate is paid in three instalments, which we agree on the call.

Typically within one to three weeks. We fix the exact days on the 20-minute call.

If we both think it is worth it, you get a one-page proposal by e-mail with the dates of the two days. One reply is enough: fine. No contract is needed for this, and I sign your NDA. Five working days before the two days I send the six-line list of what to prepare.

You decide. You can run it with your own team from the one page, and you need nothing further from me. If you want me to do it with you, that is what the 90-day mandate is for: I am in the plant six, eight or ten days a month, we take the three steps together with your team and I leave it in a state that still works on day 91. The fee is a fixed monthly rate. If you would rather tie it to results, there is a self-financing version: half the monthly rate plus a success fee on the measured result. I explain the details on the call.

The company I work through. Proposals, contracts and invoices are issued by Scaling Hub Zrt., so you get a proper corporate contract and VAT invoice. The work is always carried out by me in person, and the contract says so by name.

Because as an interim manager I saw their numbers from the inside, and that is covered by confidentiality. On the call I tell you what kind of plant, what situation and what happened, without names.

English and Hungarian. I understand basic German; in German-owned plants my working language is English.

Yes, if you run series production and there is one metric that hurts. The method is the same. I single out automotive because the pressure is highest there and that is where most of my experience is.